-
作者:Hannan, MT; Pólos, L; Carroll, G
作者单位:Stanford University; Erasmus University Rotterdam - Excl Erasmus MC; Erasmus University Rotterdam; Eotvos Lorand University
摘要:Initial architectural change in organizations often induces other subsequent changes, generating lengthy cascades of changes in subordinate units. This article extends a formal model of cascading organizational change by examining the implications for organizational change of the limited foresight of those who initiate such change about unit interconnections (structural opacity) and the normative restrictiveness imposed on architectural features by organizational culture (cultural asperity). O...
-
作者:Westphal, JD; Khanna, P
作者单位:University of Texas System; University of Texas Austin
摘要:In this study, we consider the social process by which the corporate elite may have resisted pressure from stakeholders to adopt changes in corporate governance that limit managerial autonomy. We examine (1) how directors who participate in corporate governance changes that reflect greater board control over management may be subjected to a kind of informal social sanctioning, which we refer to as social distancing, on other boards; (2) how the tendency for directors to experience social dista...
-
作者:Palmer, D
-
作者:[Anonymous]
-
作者:Jensen, M
作者单位:University of Michigan System; University of Michigan
摘要:This study focuses on the roles of interfirm ties and network status in firms gaining access to customers in newly entered markets, examining whether these network resources are transferable and therefore can be deployed outside the market in which they originated. The role of market ties and network status is examined in a comprehensive longitudinal sample of commercial banks' entry into investment banking from 1991 to 1997. Results show that though market ties and network status facilitate m...
-
作者:Davis, G
作者单位:University of Michigan System; University of Michigan
-
作者:Hargadon, AB
作者单位:University of California System; University of California Davis